In Asia Pacific’s hospitality sector, conversations around sustainability often center on new developments — properties engineered from the ground up with high-performance facades, passive energy systems and green certifications in hand.

The reality, however, is that most of the region’s hotel supply already exists. They operate under older systems, tighter constraints, and increasing pressure to perform.

In the face of rising utility costs, stricter environmental, social and governance (ESG) regulations, and consumer expectations shifting towards greener travel, these hotels need to evolve too.

For asset managers, the opportunity (and challenge) lies in improving the sustainability performance of existing hotel assets without waiting for a full redevelopment cycle.

This article offers a practical three-step framework to help owners and operators drive measurable sustainability outcomes today. 

For sustainability to take root, they must be grounded in the realities of the hotel and the expectations of its stakeholders.

This begins with understanding the property’s context: is it an urban business hotel, a leisure resort, or a mixed-use development with embedded F&B and retail components?

Other factors like renovation status, regulatory exposure, access to green financing, and workforce engagement opportunities also influence what’s feasible, and where to focus your efforts.

Stakeholders often bring with them varying priorities. Owners may focus on operating cost reductions or unlocking green financing. Operators might prioritise guest engagement or brand standards. Regulators may push for compliance on emissions, reporting and building performance. Meanwhile, employees and guests could be paying closer attention to whether sustainability is truly practised, or just preached.

Navigating these interests requires establishing stakeholder alignment on goals, whether it is to achieve certification, decarbonisation, climate risk planning or broader ESG visibility.

Without credible data, sustainability strategies lack the backbone to support action or investment. Unfortunately, many hotels still rely on manually collected information, stored across siloed spreadsheets, with limited connection to business performance.

This raises questions on the integrity and accuracy of data collection, weakens accountability and increases the risk of greenwashing allegations.

Asset managers looking to drive real impact must prioritise the implementation of robust data systems — from real-time energy monitoring to digitised waste tracking and water usage analytics. 

Fortunately, the industry is moving towards greater standardisation. Global frameworks such as the International Sustainability Standards Board (ISSB) and hospitality-specific references like the USALI’s sustainability chapter are helping to define consistent, measurable metrics that benefit hotels on their sustainability journey.

These tools allow hotels to benchmark performance, track progress, and communicate results in ways that resonate with internal and external stakeholders. 

With reliable data on hand, hotels can begin to shift from intent to action. The first step is to establish clear baselines. This clarifies where the property currently stands in terms of energy use, emissions, and resource efficiency. From there, realistic targets can be set, ideally aligned with science-based approaches.

Planning should account for different levels of intervention. Quick wins, such as lighting retrofits or low-flow fixtures, can be implemented with minimal disruption. Medium-term projects could involve HVAC upgrades or automation systems while longer-term investments into electrification or on-site renewable energy, for example, require deeper capital planning and stakeholder buy-in.

Securing that buy-in is mission critical. Owners, operators, and on-ground teams all need to see how sustainability initiatives align with their priorities, whether that be cost savings, regulatory compliance, employee engagement or brand differentiation. Business cases should be tailored accordingly and supported by ROI projections, market benchmarks or internal carbon pricing models.

Crucially, sustainability must be embedded into capital planning cycles, rather than treated as a separate or secondary initiative. Integrating ESG considerations into annual budgets, five-year plans, and asset lifecycle models ensures that progress is continuous. 

In a market where climate risks are rising and expectations around ESG transparency continue to grow, sustainability is no longer optional, even for existing hotels. It’s now a business imperative.

Hotels that act sooner, rather than later, stand to benefit on multiple fronts: reduced operating costs, improved access to green financing, enhanced brand equity, and lower exposure to regulatory and reputational risk. Far from abstract gains, these are already being realised by those who have embedded sustainability into the core of their asset strategy.

For asset managers, the path forward is clear. With the right alignment, data, and planning, existing hotels can compete and succeed in a more sustainable future.